Strategies for Implementing Career Goals and Ambitions via Social Networks



Photograph by Ron Henggeler (http://www.ronhenggeler.com/)



Career oriented professionals understand how to set and achieve business accomplishment via strategy and long-term commitment to achieving that goal. The same tenacity and flexibility used to achieve a business solution should be applied to developing and achieving your desired career goals and ambitions. Conquering interim steps and staying focused on a career path helps to build self-esteem, affirms your ability to achieve short-term goals, and strengths your resolve to achieve the long-term goals you expect of yourself. Being focused and knowing what you want to achieve help you to deal with rejection as well as help you to decide if an employment offer is really ideal for you.

An organization creates a business strategy in order to leverage company capabilities, talent and resources in ways that result in leverage over competitors and creative ways of doing business. This competitive advantage depends on the company’s management being able to attract and retain the talent necessary to achieve the goals of the business strategy. How the company is perceived in the marketplace can determine if your company attract, acquire and retain the necessary talent or whether that talent goes to a competitor (Phillips & Gully, 2009)



Career focused individuals should have career ambitions that are more than just an objective written at the top of a resume. A resume documents your past career history. The evolution of the resume is your social network profile URL. Your social network profile should be much more than just a copy-and-paste of your resume along with a few nicely worded recommendations from past employers, peers, and coworkers. Many organizations are limiting employees in their abilities to provide recommendations or a reference (whether written or verbal) for current or past employees or consultants, so now is the time to get as many relevant recommendations and reference postings you can. We might find employees working for some major corporations chasing after senior level consultants and freelance professionals, in order to get recommendation postings on their LinkedIn profile.



Posting a history of attendance of local MeetUP or LinkedIn networking events demonstrates your commitment to a particular technology, industry standard, or particular skill or talent. Posting a list of books you’ve read or are currently reading in your LinkedIn profile shows prospective employers you’re intelligent and an active reader of relevant and topical reference material. You can post writing examples, portfolio, PowerPoint presentations, technical documentation, and whitepapers via Box.net. Social network profiles can be connected to Facebook, Twitter, Blogger, and Wordpress – providing prospective employers a venue to view your social profile, contribution to online communities, blogging, social branding, and how you choose to portray yourself to the world via social networks and social media.



Employment websites like DICE and JobFox are building website-based social networks providing tools to provide a good overview of candidates experience and capabilities. JobFox’s “Interactive View” provides candidates with a marketing URL used to give prospective employers a more complete picture of who the candidate is and what that person has to offer an employer. JobFox feels suggests candidates:

• Let employers know who you know by sharing a subset of your social network connections, highlighting your industry connections and showing how you are linked to customers, vendors and business partners

• Impress employers with real-world examples of what you've done by including samples of your work (files or other websites) and linking them to the other information in your Interactive View

• Give employers a more complete picture of who you really are by adding answers to the Q&A section of your About Me page

View and an example of a JobFox “About Me” page at: http://www.jobfox.com/people/sarahSmith

Social networks should be more than just an online resume. A social media profile demonstrates (over time) your commitment to your career goals and ambitions as well as your success with past career achievements. Do not let your profile seem like your career was something that just happened. Make sure your profile demonstrates your ability to establish career goals in 2011 – so that it can later on document your ability to achieve those career goals and ambitions three-to-five (3-5) years down the road.



Reference:

Harris, P., JobFox Customer Service Email Broadcast. View and an example of a JobFox “About Me” page at: http://www.jobfox.com/people/sarahSmith



Phillips, J.M. and Gully, S.M., Staffing to Support Business Strategy (2009), Summary viewed via Society of Human Resource Management (SHRM) Publications Website: http://www.shrm.org/Publications/Books/Pages/StaffingBusinessStrategy.aspx Read More!

Part 2: Can BI provide data that proves Recruiting Strategy ROI ??

Wanted to share some of the information I received from this article posting - and share some resources as well. Some great reading and references here!  Happy New Year Everyone (be safe - and have a wonderful and prosperous 2011.)  Sincerest wishes to ALL !!

IBM has published a wonderful whitepaper called "Business Intelligence and Analytics Fundamentals" that is a great BI-for-beginners reference.  

White Paper Details Business Intelligence and Analytics Fundamentals from IBM Summary: Business intelligence (BI) and analytic technologies are seeing rapid growth in today’s tight economy, driven by fierce competitive pressures. Also fueling growth is the technologies’ ability to improve decision-making, identify new business opportunities, maximize cost savings, and detect inefficient business processes. This paper from Ovum Research examines the key criteria and considerations you need to be aware of when evaluating your organizations BI and analytics strategy. IBM Whitepaper: BI and Analytics Fundamentals - WebBuyerGuide.com Guillermo (Bill) Cabiro responded to a posting in the LinkedIn Business Intelligence Group: Guillermo (Bill) Cabiró  Strategic Analytics: Integration of Market Intelligence & Business Performance Metrics provides a profitable advantage. • Daniel, Interesting article. Business Intelligence and analytics software capability is light-years ahead of the semantic quality of the data. This is because ERP transaction data is a by-product of the order entry system, designed to ship orders on time; not to build a strategic data base for marketing or HR. Companies need to merge internal data with external intelligence sources using the power of BI tools. Traditionally deployed BI is usually of little or no value to Strategic Business areas. What I propose in these articles is a different approach to exploit the power of BI and analytics to provide the strategic direction that supports profitable growth. http://blog.strat-wise.com/ LinkedIn Groups Group: Business Intelligence Group Discussion: BI evolution in the next 2-3 years I can provide answers to many of the issues in this discussion. IQity Solutions provides real time access to production data via the cloud. Executives can view instantaneous factory activity from their browser and immediately call for action. We monetize this information through the integration of PLC data, human capital knowledge, and ERP systems and show a gap between the current situation and the financial potential of maximum performance. We are able to show a ROI for this information over 500% in 8-12 months due to the low cost of cloud implementation. Posted by Ben Sabatini

Read More!

Can BI provide data that proves Recruiting Strategy ROI ??

Business Intelligence (often referred simply as “BI”) encompasses all of the computer applications, tools, and systems that provide data used in the strategic planning process of any company or corporation. These tools gather and store data used in company decision making. Business intelligence areas can focus on customer profiling, customer support, market research, market segmentation, product profitability, statistical analysis, inventory and distribution analysis just to name a few (Webopedia, 2010.) Can business intelligence provide the data necessary to truly prove the return-on-investment (ROI) on recruiting strategies and workforce management efforts?


The purpose of ERP implementations was to give business decision makers one place – one application – to organize data and manage a business… but companies need information and data that is created outside the organization as well as what is generated by the ERP applications. Sales and marketing departments depend on analytical data that comes from paid resources, social media, and free internet communities. Recruiters and internal staffing professionals work similar paid resources and free sources as well. Paid resources like employment websites and resume spiders generate resumes and candidate leads – but do not provide information on the number of candidates that abandon the resume submittal process, or the opinion of people who viewed the job description. Social media sites like LinkedIn and Google provide analytical data, but these are often not imported into an applicant tracking system (ATS) or reviewed when making decision on recruiting strategies. Most HR and recruiting decision makers only ask for data regarding recruiting strategy when it comes to renewing a website contract or making budget decision. True data analysis and data integration is lacking in ATS and related CRM applications specific to recruiting and staffing strategies. Employers find it difficult to find true data that justifies recruiters being on FaceBook or LinkedIn groups during business hours.

The only Key Performance Indicator (KPI) associated with recruiting strategy has always been the number of job requirements filled through the company’s recruiting efforts. These job requirement “fills” (or placements) are considered the most important – if not the only purpose of recruiting. With social media and networking becoming a significant part of doing business these days, it is important to align and measure hiring deliverables with established business goals. Recruiting efforts should also be aligned with sales and marketing strategies the company is planning for new product release, conventions, and coverage in industry related media. Business intelligence applications can track staffing KPIs, create hiring metrics and reporting tools, and can be used to develop executive dashboards that provide decision makers with adhoc and real-time information on hiring goals and how successful recruiting strategies can affect other business aspects, deadlines, release dates, and sales quotas.

Business intelligence provides business decision makers with organized data and metrics accuracy that can be used to create business goals and realistic business targets. Business intelligence is not about “what data you need – but what decisions you need to make.” A recruiting being aware of business intelligence requires more attention to data accuracy (including data entry in ATS); making sense of the data collected; and getting decision makers’ approval on possible opportunities and recruiting venues that otherwise might not have been recognized without having that BI data. Business intelligence can provide opportunities for cost saving, time savings, provide a competitive advantage, as well as possibly justify a specific recruiting strategy and prove a tangible and concrete ROI.



References:

Business Intelligence. 2010. Webopedia. Viewed via: http://www.webopedia.com/TERM/B/Business_Intelligence.html

Baruffaldi, A., Vesset, D., Pizano, G., et al., LinkedIn Business Intelligence Group. “BI evolution in the next 2-3 years” online discussion. Viewed on December 23, 2010 via http://www.linkedin.com/groupAnswers?viewQuestionAndAnswers=&discussionID=29182661&gid=23006&commentID=28342172&trk=view_disc Read More!

Substance over Style – Applies to Resume, LinkedIn Profile, and Online Branding

Often an individual will choose style over substance when developing their resume, personal website, and online presence in social networking sites like LinkedIn, FaceBook, and YouTube. A person may choose to post several menial Twitter and social media updates (“looking for cute boots”) instead of concentrating on significant milestones and perhaps the announcement of attending a local, work-related MeetUp or LinkedIn event. Creating internet content is important, but producing mediocre content can be even more damaging than no content at all.
In the mid-to-late 1990s, people were new to the internet and to socializing via online communities, chat boards, and AOL groups. Websites were put together with more “razzle dazzle” than consideration content. When a webpage’s content seemed to get to deep or self promotional, a new page was simply a click away. Analytical tools show how users interact with websites and how mediocre online experiences lead to lost online viewers, lost sales, and fewer people interested in your website and organization (Karnel, 2010.

These same principles apply to online profiles and resumes. Recruiters and hiring managers need to be reviewing what MeetUp and LinkedIn events the prospective candidate is attending; what contributions to online discussions and communities the person is involved with; what group questions they are asking and what discussions they are contributing to; what associations and companies the person is following; and what are internet topics that person has listed in their profiles and biographies. This is a great way to uncover passive candidate prospects, but also to seed the online communities with comments and relevant discussions that lets members know that your organization is associated with the group or technology – and you might want to mention you company is hiring in specific job folders.

User interaction and “user experience” is now a new art form and one that a significant amount of sales and marketing strategy is going into. How someone perceives your brand – or how someone experiences the “online YOU” will be how introductions will be made in the future – just as online dating leads to more marriages. 1 in 1369 dates leads to marriage according to Match.com [6 million / (12*365] (Evans, 2009.) It would be nice to see an applicant tracking system that could track how many social networking postings and attending or sponsoring how many social networking events = lead to the hiring of qualified employees.


References:

Evans, D., Match.com Success Rates. Online Dating Insider. June 23, 2009. Viewed via http://onlinedatingpost.com/archives/2009/06/match-com-success-rates/

Karnel, P., Substance over Style, Setting Standards for Web Business. Website Magazine. January 2011. Page 31 – 32. Can be viewed via http://www.websitemagazine.com/content/blogs/posts/pages/web-trends-to-watch-in-2011.aspx Read More!

What Social Networks Can Learn from Opensource Communities and Projects

When a company commits to some aspect of opensource software (OSS), the organization also is committing to a online community that (if managed properly) will lead to system improvements and upgrades; advancements in technology; a dedication to technology; along with the opportunity to network with other technologists and possibly create recruiting venues that will produce continued interest in your organization and the technical advancements the organization is involved in. These OSS communities are not only technical support avenues, but can also be ideal fields to grow an employer brand that is linked with an opensource community and a specific technology.

After years of people wondering how companies were going to make money off of opensource (basically – free software), it seems that opensource applications have become an important part of many organizations enterprise and information systems. Enterprise developers and company decision makers have embraced opensource applications as valid resource options (especially during tight economic times and decreasing IT budgets.) When an organization selects an opensource resource, it is also selecting the right components and must interact positively with the opensource community involved in creating and supporting the application.

When an organization decides to go with opensource software (OSS) applications, resources need to be allocated to contribute to the opensource community and contribute to new opensource code development. Often this involved the company contributing to online discussions; code generation and review; performing browser and operating system testing; and a commitment to the technology involved. Microsoft helped found the Outercurve Foundation (formerly the Codeplex Foundation) to help organizations navigate through the issues associated with working within these online communities. The Linux Foundation recently launched the Open Compliance Program to help companies understand the license governance and software inventory management of opensource software (Sarrel, 2010.)

These same principles apply to social networking and recruiting strategies. As the use of opensource software components become an even more important contribution to a company’s enterprise, there is a point where project participation goes beyond bug reporting and forum interaction. The cost associated with new code generation can be minimized within one organization by sharing the code development with other software engineers and users in the project group.

If a hiring employer is dedicated to a specific recruiting strategy, the human resources department and hiring management needs to understand what is involved in this social networking recruiting strategy, but also be willing to contribute and be part of it as well. Hiring managers are attending MeetUp and LinkedIn events - and are standing up at these meetings to announce their hiring needs and employment prospects. Showing up at a Selenium or Ruby-on-Rails MeetUp event demonstrates that your organization is using and dedicated to these type of technologies, but also that your organization is dedicated to these technology as much as the hardcore geek-oids are. When a passive candidate is informed of an organization that is as dedicated to a particular technology as they are – the next logical question from the attendees is “Is your company hiring?”….

Reference:
Sarrel, M., Open-source Software in the Enterprise, eWeek Magazine. November 1, 2010, pg 16 – 20. Can be viewed online via: http://www.tinyurl.com/32k535v Read More!

Webinar Invite: Your Employer Brand Influences Candidate Applications

Since my topics of blog discussion have been covering employer branding - thought I'd cross-post this information on a webinar covering this topic. Hope the group will find this webinar of interest.

Danny! (aka Daniel Parrillo)
=======================================

Talent Technology Recruiter Webinar series with Liz Ryan.

The upcoming webinar will focus on developing and leveraging your employer brand to attract and engage top candidates.

Today’s online job search has changed the way candidates select and engage with companies. Their impression of your organization’s culture and values is being shaped by the image reflected in your employer brand, and ultimately drives candidates’ decisions to apply.

Register Now: Complimentary Webinar

Join Liz Ryan (AskLizRyan) for a free webinar to understand how Your Employer Brand Influences Candidate Applications to learn how savvy employers are attracting very smart, talented, motivated employees with their employer brands.

When: Wednesday, December 8th - 10:00 AM (Pacific Time)/1:00 PM (Eastern) Register Now!

Liz will cover:
• How the employer brand influences candidate recruiting
• Elements of the employer brand
• Developing and talking about your employer brand strategy
• Aligning your employer brand strategy with your website and job search process
• Case Study: Employer branding strategy for ACME Dynamite
Attendees will receive an eBook on how to influence the development of their employer brand strategy.
Who should attend: This is a non-sales webinar for recruitment and HR professionals seeking to understand how to build a good employer brand strategy, and to align it to the recruiting and hiring process.
This non-sales webinar is sponsored by Talent Technology's Recruiter Webinar Series. If you would like to learn more about Talent Technology's new talent generation solutions, visit www.talenttech.com or call 866.747.3375.
I hope to see you at the webinar!
Stephanie Weirich
Hiring Success Team
Talent Technology
sweirich@talenttech.com

P.S. Please join Liz Ryan's informative free webinar to see how Your Employer Brand Influences Candidate Applications Wednesday, December 8th at 10:00 AM (Pacific)/1:00 PM (Eastern).
In an age where books such as No Logo and Fast Food Nation are international bestsellers, companies need to wise up and realize that they can no longer tempt jobseekers using financial incentives alone. Read More!

Recruiting Is Much More than Just Filling Jobs….

Recruiters know that their jobs involve a lot more than just finding resumes and submitting them to hiring managers, hoping that job postings and resume submittals will land the company a new employee. There is so much more involved in recruiting another than employment websites and job fairs. Recruiters are your ambassadors of your company, event planners, marketing and branding experts, and often the evangelist and promoter of the technology, affiliations, associations, and best business practices the company has dedicated itself to.

A company’s branding goes beyond just what the sales and marketing team envisions for the company, its products, or services. A company’s brand includes how the company is perceived as an employer and how its management team is to work for. Many companies need to be concerned with the fact that many prospective candidates are also prospective customers – so if the recruiting process is not handled properly, the company could lose a customer as well as a prospective employee (this “prospective employee is also a customer” concept has often been referred to as the “WalMart Syndrome”.)

According to the Society of Human Resource Management (SHRM), a company’s brand articulates to the world who the company is and what it delivers. An employer may also build a solid employment brand (in conjunction with a company’s brand) that can help attract and retain high-value employees. The Society of Human Resource Management provides members with a Branding Toolkit to help employers build a brand as a strategic tool to attract, recruit, and retain talent. The recent economic downturn has had a direct impact on employers and employee trust. If employees are uncertain about their future with the company, this can be communicated to prospective candidates via online communities, industry discussion forums, via rumors and grapevine communication channels, and even Facebook and Yelp!

Staffing agencies and contingent recruiters will often advise a submitted candidate to do their due diligence in investing the organization via the internet and financial reporting services like Hoovers and Reuters (often accessible via public libraries; academic institutions, and other paid online services.) Internet investigations should include review the company’s LinkedIn profile as well as the profiles of individuals who have been recently been hired, moved on, and individuals managing the hiring department and leading the team. Candidates should review the LinkedIn profile of the hiring manager as well as preview any recommendations from any past or current team members (often no recommendations can be perceived as a “red flag”.) A company’s LinkedIn profile can provide prospective candidates information on recent hires, the company size, recent news referenced, company annual growth, and information on the company’s employees - like the company’s job function composition; amount of professional experience; level of educational degrees, and what academic institutions the majority of the current staff came from; along with who’s following the company and what groups the company’s members follow.

In certain organizations, it is the recruiters that are managing online communities on LinkedIn, Google, and MeetUp – in other companies, the sales or marketing department is responsible. Human resources and recruiting need to leverage a recruiting strategies that compliments a company brand and the company’s dedication to technology, methodologies, and best practices. When sales or marketing managing is responsible for managing and promoting these groups, there is no collaboration with human resources or consideration about recruiting. Sales and marketing should educate human resources and recruiting staff members on how to assign tags to job postings that will compliment the company’s overall business strategies and brand, along with how to use tags, meta-tags, and SEO/SEM practices. Having recruiting tag job descriptions and social media efforts will help draw attention to the company, what the company is all about, what the company is working on, and the fact that the company is hiring

If a recruiter is not attending MeetUp events, they should be hosting and moderating a group. If there is no MeetUp or LinkedIn group in your neighborhood that is relevant to your company, it is the perfect opportunity to start one. Senior management and C-level executives have to get sales and marketing folks to strategize with recruiting and human resources. Job posting should include information about what MeetUp and LinkedIn events the company will be attending; and what conferences or expos the company is participating in. Conference booths should include a job description handout along with a sign that states the company is hiring!

If a company’s different departments learn to strategize together, the organization will achieve a better return on the investment (ROI) and can consolidate and leverage expenses in many more aspects than the one dimensional, one department return most organizations see from strategies that are solely the goals and ambitions of one department or company pursuit.


References:

Employer Brand and Employee Trust in a Turbulent Economy. March 1, 2009. Society of Human Resource Management (SHRM) viewed on November 23, 2010 via: http://www.shrm.org/Research/Articles/Articles/Pages/EmployerBrandandEmployeeTrust.aspx

Society of Human Resource Management (SHRM) Branding Toolkit (2010); Reviewed July 2009. Viewed on November 23, 2010 via: http://www.shrm.org/TemplatesTools/Toolkits/Pages/BrandingToolkit.aspx Read More!